ABSTRACT
AIM: To describe the work ability of mature age women workers in Australia's aged care sector, and to explore the relationship between ageing, work ability and intention to leave. METHOD: Logistic regression techniques were applied to a sample of 2721 responses to a survey of mature age women workers in the aged care sector. RESULTS: Mature age women working in the Australian aged care sector have relatively high levels of work ability by international standards. Furthermore, their work ability remains high in their 50s and 60s, in contrast to some prevailing stereotypes. However, work ability is a key determinant of intention to leave in key occupational groups. CONCLUSION: Our findings challenge some prevailing stereotypes about the work ability of mature age workers. However, they lend support for the development of retention strategies, which incorporate programs that target low work ability.
Subject(s)
Allied Health Personnel/psychology , Attitude of Health Personnel , Employment , Health Services for the Aged , Intention , Women, Working/psychology , Age Factors , Australia , Community Health Workers/psychology , Female , Home Care Services , Homes for the Aged , Humans , Logistic Models , Middle Aged , Nurses/psychology , Nursing Homes , Sex Factors , Surveys and Questionnaires , Work Capacity Evaluation , WorkforceABSTRACT
PURPOSE: Leadership studies which focus on categorising leadership styles have been critiqued for failure to consider the lived experience of leadership. The purpose of this paper is to use the framework of Jepson's model of contextual dynamics to explore whether this framework assists understanding of the "how and why" of lived leadership experience within the nursing profession. DESIGN/METHODOLOGY/APPROACH: Themes for a purposeful literature search and review, having regard to the Jepson model, are drawn from the contemporary and dynamic context of nursing. Government reports, coupled with preliminary interviews with a nurseleadership team, guided selection of contextual issues. FINDINGS: The contextual interactions arising from managerialism, existing hierarchical models of leadership and increasing knowledge work provided insights into leadership experience in nursing, in the contexts of professional identity and changing educational and generational profiles of nurses. The authors conclude that employing a contextual frame provides insights in studying leadership experience. The author propose additions to the cultural and institutional dimensions of Jepson's model. PRACTICAL IMPLICATIONS: The findings have implications for structuring and communicating key roles and policies relevant to nursing leadership. These include the need to: address perceptions around the legitimacy of current nursing leaders to provide clinical leadership; modify hierarchical models of nursing leadership; address implications of the role of the knowledge workers. ORIGINALITY/VALUE: Observing nursing leadership through the lens of Jepson's model of contextual dynamics confirms that this is an important way of exploring how leadership is enacted. The authors found, however, the model also provided a useful frame for considering the experience and understanding of leadership by those to be led.
